Works matching IS 01674544 AND DT 2019 AND VI 156 AND IP 4
Results: 17
The Moral Entrepreneur: A New Component of Ethical Leadership.
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- Journal of Business Ethics, 2019, v. 156, n. 4, p. 1135, doi. 10.1007/s10551-017-3641-0
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Female Executives and Perceived Employer Attractiveness: On the Potentially Adverse Signal of Having a Female CHRO Rather Than a Female CFO.
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- Journal of Business Ethics, 2019, v. 156, n. 4, p. 1113, doi. 10.1007/s10551-017-3640-1
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Just the Servant: An Intersectional Critique of Servant Leadership.
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- Journal of Business Ethics, 2019, v. 156, n. 4, p. 1099, doi. 10.1007/s10551-017-3633-0
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Corporate Citizenship and Employee Outcomes: Does a High-Commitment Work System Matter?
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- Journal of Business Ethics, 2019, v. 156, n. 4, p. 1079, doi. 10.1007/s10551-017-3632-1
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An Identity Perspective on Ethical Leadership to Explain Organizational Citizenship Behavior: The Interplay of Follower Moral Identity and Leader Group Prototypicality.
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- Journal of Business Ethics, 2019, v. 156, n. 4, p. 1063, doi. 10.1007/s10551-017-3625-0
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Generational Differences in Definitions of Meaningful Work: A Mixed Methods Study.
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- Journal of Business Ethics, 2019, v. 156, n. 4, p. 1045, doi. 10.1007/s10551-017-3621-4
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'Lower than a Snake's Belly': Discursive Constructions of Dignity and Heroism in Low-Status Garbage Work.
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- Journal of Business Ethics, 2019, v. 156, n. 4, p. 889, doi. 10.1007/s10551-017-3618-z
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Should Authentic Leaders Value Power? A Study of Leaders' Values and Perceived Value Congruence.
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- Journal of Business Ethics, 2019, v. 156, n. 4, p. 1027, doi. 10.1007/s10551-017-3617-0
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The Interpersonal Benefits of Leader Mindfulness: A Serial Mediation Model Linking Leader Mindfulness, Leader Procedural Justice Enactment, and Employee Exhaustion and Performance.
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- Journal of Business Ethics, 2019, v. 156, n. 4, p. 1007, doi. 10.1007/s10551-017-3610-7
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Unfairness by Design? The Perceived Fairness of Digital Labor on Crowdworking Platforms.
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- Journal of Business Ethics, 2019, v. 156, n. 4, p. 987, doi. 10.1007/s10551-017-3607-2
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Uncivil Supervisors and Perceived Work Ability: The Joint Moderating Roles of Job Involvement and Grit.
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- Journal of Business Ethics, 2019, v. 156, n. 4, p. 971, doi. 10.1007/s10551-017-3604-5
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The Effect of Top Management Trustworthiness on Turnover Intentions via Negative Emotions: The Moderating Role of Gender.
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- Journal of Business Ethics, 2019, v. 156, n. 4, p. 957, doi. 10.1007/s10551-017-3600-9
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SLBS-6: Validation of a Short Form of the Servant Leadership Behavior Scale.
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- Journal of Business Ethics, 2019, v. 156, n. 4, p. 941, doi. 10.1007/s10551-017-3594-3
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Sustainability Marketing Commitment: Empirical Insights About Its Drivers at the Corporate and Functional Level of Marketing.
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- Journal of Business Ethics, 2019, v. 156, n. 4, p. 1165, doi. 10.1007/s10551-017-3591-6
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"Daring to Care": Challenging Corporate Environmentalism.
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- Journal of Business Ethics, 2019, v. 156, n. 4, p. 1151, doi. 10.1007/s10551-017-3589-0
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When and for Whom Ethical Leadership is More Effective in Eliciting Work Meaningfulness and Positive Attitudes: The Moderating Roles of Core Self-Evaluation and Perceived Organizational Support.
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- Journal of Business Ethics, 2019, v. 156, n. 4, p. 919, doi. 10.1007/s10551-017-3563-x
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Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature.
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- Journal of Business Ethics, 2019, v. 156, n. 4, p. 903, doi. 10.1007/s10551-017-3543-1
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